1TUM-Tech, April 2018 Copyright: Dr. Christian Hackl
TUM-Tech GmbHDie Transfer-Company
Contact: TUM-Tech GmbH, Dr. Christian Hackl, Goethestr. 43, 80336 München, GermanyTel: +49-89-30 66 95-10, [email protected], www.tumtech.de
New Business Strategies
11ème édition de la Journée luxembourgeoise de la propriété intellectuelle
La propriété intellectuelle à l’ère de la digitalisation
Luxembourg, April 26, 2018
2TUM-Tech, April 2018 Copyright: Dr. Christian Hackl
2 Main Areas of Activities
Technology-Transfer • We identify the most suited expert in the academic field for individual
questions of companies
• We work independent and demand-oriented
• We do have a large network, well beyond TUM*
Service Offering of TUM-Tech GmbH
Innovation-Management • We are experts on innovation-management
• We offer individual support (e.g. Start-up, market studies, IP)
• We offer additional services (e.g. public funding)
* Technical University of Munich
3TUM-Tech, April 2018 Copyright: Dr. Christian Hackl
Technology Recipient„demand“
Technology
Provider
„supply“
Technology - Transfer
Supply-oriented
Demand-oriented
Company
University
Company
Company
Company
University
Types of Partnership:
University University
4TUM-Tech, April 2018 Copyright: Dr. Christian Hackl
GenerateIdeas
Evaluate Ideas
RealizeIdeas
Conduct Innovation audit
Build Innovation process
Find Public Grants
Use Open Innovation
Service Offering on Innovation
Use Intellectual Property
5TUM-Tech, April 2018 Copyright: Dr. Christian Hackl
Areas of Activities
Company
CustomerTechnology
Technology Push Market Pull
Cooperations with Research Institutions
Open InnovationInnovation Management
TUM-Tech supports companies in every important aspect of innovation
TUM-Tech supports companies in every important aspect of innovation
6TUM-Tech, April 2018 Copyright: Dr. Christian Hackl
New Business Strategies (case studies)
- Digitalisation
- Open Innovation
“Chance / Option” or “Must Have”??
7TUM-Tech, April 2018 Copyright: Dr. Christian Hackl
Digitalisation
Election of Pope 2005
www.spiegel.de/panorama/papst-momente-bilder-zeigen-vergleich-zwischen-2005-und-2013-a-889031.html
Election of Pope 2013
8TUM-Tech, April 2018 Copyright: Dr. Christian Hackl
Digital Business Models:
- Fundamental change of existing business models
- e.g. music industry, film/camera
- Changing the way customer interact with company / product
- E.g. sales process, production, procurement
- Option for standardization, automation and (mass) customization
- Option for improvement of efficiency, reduction of cost (work flow)
Digitalisation
9TUM-Tech, April 2018 Copyright: Dr. Christian Hackl
Internet of Things (IoT):
“Connecting physical devices with electronics / software for exchange of data”
Some prerequisites:
- RFID
- Bar code, QR code
- Sensors, actuators
Digitalisation
10TUM-Tech, April 2018 Copyright: Dr. Christian Hackl
“Smart” Fridge:
Early days of IoT
“automatically knows when to order milk”Priority date: Dec 2000
Digitalisation
samsung.com, Espacenet.com
11TUM-Tech, April 2018 Copyright: Dr. Christian Hackl
Smart Fridge II:
Smart Egg Tray
“Egg Minder”
- How many eggs do you have in the fridge (syncs with app)
- Indicates oldest egg (LED, notification)
Quirky.com
Digitalisation
12TUM-Tech, April 2018 Copyright: Dr. Christian Hackl
Desk Chair:
Zamilife.de, pixabay.com
Is it smart?
Digitalisation
13TUM-Tech, April 2018 Copyright: Dr. Christian Hackl
• More than 4,000 seals for windows, doors, refrigerators….
Graf-dichtungen.de
Digitalisation
14TUM-Tech, April 2018 Copyright: Dr. Christian Hackl
• “Old” Economy
– Go to shop with old seal, ask for replacement –description, drawing or picture of old seal
• New Economy 1: online shop
– Browse through selection of seals (grouped into categories for easier location of specific seal)
• New Economy 2: picture, expert recognition
– Send in picture of old seal (via whats app), sales rep. identifies correct new seal
• New Economy 3: picture, automated recognition
– Send in picture (via whats app), automated image recognition identifies correct new seal
Traditional
Innovative / digital
You need a replacement for your old seal
Digitalisation
15TUM-Tech, April 2018 Copyright: Dr. Christian Hackl
Smart Medical Device:
From an ambulatory syringe pump (option to be treated at home instead of in the hospital) to a
Smart Drug Delivery System (control of infusion via web)
micrelmed.com, Espacenet.com
Digitalisation
EP1385420B1, priority date: April 2001
16TUM-Tech, April 2018 Copyright: Dr. Christian Hackl
Agenda
• Introduction TUM-Tech GmbH
• Overview: Invention to Innovation
• Selection of most interesting topics for next meeting
17TUM-Tech, April 2018 Copyright: Dr. Christian Hackl
• Online configuration tools
– for B2C products
– also for complex B2B-products
Digitalisation
18TUM-Tech, April 2018 Copyright: Dr. Christian Hackl
Digitalisation
19TUM-Tech, April 2018 Copyright: Dr. Christian Hackl
Eisele.eu
Digitalisation
20TUM-Tech, April 2018 Copyright: Dr. Christian Hackl
•Advantages for customer, e.g.:
– Higher clarity
– Step by step guidance
– Avoidance of wrong combination of components
– Planning tool
• Advantages for company, e.g.:
– Less question/problems/complaints
– Higher customer loyalty
– Option for analysis (e.g. trends)
– Higher productivity
Online Configurator
Digitalisation
21TUM-Tech, April 2018 Copyright: Dr. Christian Hackl
Digitalisation
Espacenet.com
22TUM-Tech, April 2018 Copyright: Dr. Christian Hackl
Ideas Development Testing Launch
Innovation Management
Inside company
Outsidecompany
23TUM-Tech, April 2018 Copyright: Dr. Christian Hackl
Ideas Development Testing Launch
Innovation ManagementTraditional
Inside company
Outsidecompany
Open Innovation
24TUM-Tech, April 2018 Copyright: Dr. Christian Hackl
Ideas Development Testing Launch
Innovation ManagementTraditional
Inside company
Outsidecompany
„Not invented here“
Open Innovation
25TUM-Tech, April 2018 Copyright: Dr. Christian Hackl
Ideas Development Testing Launch
Innovation ManagementUsing Open Innovation (OI)
Development
Inside company
Outsidecompany
Open Innovation
26TUM-Tech, April 2018 Copyright: Dr. Christian Hackl
Ideas Development Testing Launch
Innovation Management / IP ManagementUsing Open Innovation (OI)
Own exploitation
Spin-off
Transfer of Ownership
Licensing
Development Commercialisation
IP Protection / Valuation
Inside company
Outside company
„OI: Inbound AND outbound“
Open Innovation
27TUM-Tech, April 2018 Copyright: Dr. Christian Hackl
Definition:
Open Innovation
“Open Innovation is the use of purposive inflows and outflows of knowledge to accelerate internal innovation, and expand the markets for external use of innovation, respectively.
Open Innovation is a paradigm that assumes that firms can and should use external ideas as well as internal ideas, and internal and external paths to market, as they look to advance their technology”
(Chesbrough et al., 2006)
Open Innovation
28
Open versus Closed Innovation
Closed Innovation Open Innovation
Straight and sequential line from research to product development, manufacturing and sales
Networking, interacting, sharingwith others and accessingoutside information and technology
Projects can only enter in one way, at the beginning, and can only exit in one way, by going into the market
There are many ways for ideas to flow into the process, and many ways for it to flow into the market
Ip4inno.eu
Open Innovation
29
Two sides of Open Innovation
Outside-in: Use external knowledge• Joy’s Law: “No matter who you are, most of the smartest people
work for someone else” • The shift from “Not Invented Here” (NIH) to “Proudly Found
Elsewhere”– NIH syndrome: "let's re-invent the wheel" – Proudly Found Elsewhere: crowdsourcing platforms e.g.:
Procter&Gamble
Inside-out: Rely on external paths to market
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Open Innovation
30TUM-Tech, April 2018 Copyright: Dr. Christian Hackl
• « Open Innovation » and « Open Source »:Are they based on the same principle?
• Do you need IPR for Open Innovation?
Questions
Open Innovation
31
Misconceptions:Open innovation = Open sourceOpen innovation = public domainOpen innovation = no IP
Reality:Open source is one (extreme) mode of open innovationOpen innovation results can be protected or released into the public domainA functioning IP system and an effective market of IP rightssupports open innovation
Open Innovation vs Open Source
Open Innovation
32
• Networking (even among different units in big firms)
• Employee suggestion system (in your own company)
• Collaboration and alliances: informal and formal
• R&D consortia
• Licensing-in and licensing-out
• Spin-off
• Acquisition and divestment
• Patent pools
• ….
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(Established) Forms of Open Innovation
„Networking“
„Connecting“
„Sharing“
Open Innovation
33TUM-Tech, April 2018 Copyright: Dr. Christian Hackl
Confidentiality(NDA)
CommercialisationLicensing / Transfer
First contact
Start CooperationConsortium Agreement
(incl. IPR)Def. Basic Rules
(MoU)
Phases of Cooperation
Open Innovation
34TUM-Tech, April 2018 Copyright: Dr. Christian Hackl
(online-):
• Innovation contests
• Innovation markets
• Innovation communities
• Innovation toolkits
• Innovation technologies
(Newer) Forms of Open Innovation
Open Innovation
35TUM-Tech, April 2018 Copyright: Dr. Christian Hackl
Quirky.com
Open Innovation
36TUM-Tech, April 2018 Copyright: Dr. Christian Hackl
Triggers for OI
Open Innovation in Pharmaceutical Industry
• Growing mobility of skilled professionals
• Rise of cost / venture capital funding
• Faster cycles of product development
• Globalization of markets
• Increase in specialization
• Increasing capabilty of external suppliers
Open Innovation
37TUM-Tech, April 2018 Copyright: Dr. Christian Hackl
Case Study: Eli Lilly
Innocentive:
• First internet platform to connect Seekers and Solvers
• Innocentive helps Seekers to post problems
• Solutions come from community (independ. scientists)
• Best solution which satisfies criteria will be awarded
• Spun-out in 2005, external VC (20% ownership Lilly)
• Example: Lilly R&D looking for ways to synthesize an active intermediate compound; solver was retired Lilly scientist (reward: 25T$)
• Crowdsorcing
Open Innovation in Pharmaceutical Industry
Open Innovation
38TUM-Tech, April 2018 Copyright: Dr. Christian Hackl
• Classical view:
– Product innovations introduced by the product manufacturer
– The manufacturer generates ideas and develops prototypes
• New perspective:
– Many innovations do not come from manufacturers –but from users of the product
– Users often supply not only the idea, but also prototypes
Lead User - Concept
Open Innovation
39TUM-Tech, April 2018 Copyright: Dr. Christian Hackl
Lead user method: Advantages
Classical market research:
• Aims at representative findings (“average customer”)
• Large-number studies
• Quantitative methods preferred for comparability
Problems: Average user...
• Is mentally focused on existing reality
• Has typically difficulties in articulating new needs (“sticky information” problem)
• Mostly has no pressing need for new products
Lead user method avoids these problems
Open Innovation
40TUM-Tech, April 2018 Copyright: Dr. Christian Hackl
• Classical approach:
– Development of Product Concepts
– Filling up your innovation pipeline
• New Approach:
– Development of new applications for existing technologies
– “Technology-Push”
2 Variations of Lead User - Projects
Open Innovation
41TUM-Tech, April 2018 Copyright: Dr. Christian Hackl
Lead User Method: Critique
Risks / downsides:
• Development of niche solutions
• Secrecy might be compromised
• Costly and time-consuming
• Internal acceptance: “not invented here”
• Challenges with intellectual property
Operational difficulties:
• Identifying the right trends
• Identifying the true lead users
• Problems in lead user workshop
• Problems in test of acceptance
Open Innovation
42TUM-Tech, April 2018 Copyright: Dr. Christian Hackl
• A user innovator expects to benefit by using the innovation
• In principle, it could also benefit by manufacturing the innovative product or by licensing the innovation
• However:
– Manufacturing: a change from user to manufacturer (vertical integration) is typically difficult (e.g., complementary assets missing)
– Licensing a user innovation might be possible, but requires effort (securing IP) and is typically not the intention of the user innovator
• User innovators are often willing to reveal their innovations
Collaboration between user innovator and manufacturer(e.g., development of product concept)
But: don‘t forget to discuss IP
Different Functional Roles in User Innovation
Open Innovation
43TUM-Tech, April 2018 Copyright: Dr. Christian Hackl
Case Study: Prevention of Counterfitting
Step I:
Secure document design
schwarzdruck.de
44TUM-Tech, April 2018 Copyright: Dr. Christian Hackl
Case Study: Prevention of Counterfitting
Step II:
Personalization and Unique Numbering
schwarzdruck.de
45TUM-Tech, April 2018 Copyright: Dr. Christian Hackl
Case Study: Prevention of Counterfitting
Step III:Authentification and Verification I
schwarzdruck.de
46TUM-Tech, April 2018 Copyright: Dr. Christian Hackl
Case Study: Prevention of Counterfitting
Step III:Authentification and Verification II
Trusted results verification service:
• In order to verify document: scan of QR-code
• QR code contains embedded link to secure database (e.g. Ministry of Education)
• QR check on database retrieves relevant documents, e.g. copy of document, picture of person
schwarzdruck.de
47TUM-Tech, April 2018 Copyright: Dr. Christian Hackl
Open Innovation and IPR
IPR can hinder Open Innovation:
• Uncertainty how to protect own products when technology is coming from a third party?
• Uncertainty how to protect own know-how in an Open Innovation process
• Fear of own position being weakened by sharing IPR
IPR can support Open Innovation:
• Willingness to share ideas/technology is based on defined IPR (severalstudies show positive correlation)
• Applies for both inbound and outbound
• Consider all options of IPR, not only patents
Open Innovation
48TUM-Tech, April 2018 Copyright: Dr. Christian Hackl
Thank you!
Dr. Christian Hackl, Goethestr. 43, 80336 MünchenTel: +49-89-30 66 95-10, [email protected], www.tumtech.de
Questions?